Hello and welcome to Radical Cander, a podcast from Panoply and Gretchen Rubin's Onward

project about how not to hate the boss you have or be the boss you hate. I'm Russ Larraway,

co-founder of Cander Inc. and career-long operational manager across the Marines, Google, and Twitter.

And I'm Kim Scott, also co-founder of Canter Inc., former executive at Google and Apple,

and CEO coach at Twitter, Dropbox, and a bunch of other great companies. I'm also the author

of Radical Cander. Today's episode is dedicated to taking feedback well. Back in episode

seven, we talked about how to get feedback, and we gave you some tips for a

process to use to solicit feedback from others.

I remember that.

It was pretty good, I thought.

But once you've gotten the feedback, how can you make the most of it?

There's two things you can do.

One, you want to make sure the person feels not just heard, but rewarded for giving it, so that you'll get more in the future. And two,

you want to take the feedback and fix problems that have been brought to your attention so that you

actually improve as a result of the

feedback. These are the fundamental pieces of taking feedback well, and that's what we'll be talking

about today. Yeah, really, really exciting episode for me. Throughout the episode, we'll share

stories about times when we failed and succeeded at taking feedback well. We'll give you an

approach for those times when you don't agree with the feedback that. We'll give you an approach for those times

when you don't agree with the feedback that you've received, and we'll share specific tips for

taking feedback well. So let's get started. Topic number one, stories about receiving feedback.

We probably all remember a time when we received feedback and got defensive. This is totally natural, but it's not productive.

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